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BA 382T--Managerial Accounting
Spring 2004

Class Meeting Times:

Robert G. May
CBA 3.412A
(512) 471­5155
(512) 471­3904
Per the course summary

BA 382T Syllabus


Course Information

Any organization’s long-term competitive success is critically dependent on
(1) the quality of information about its products, services, processes,
organizational units, suppliers, and customers, (2) its ability to act
[rationally] on that information, and (3) its ability to control its performance
consistent with that information. The term managerial accounting refers to
the set of information concepts, models and systems that provide this
information and control for managers. This course will introduce the student
to the modern concepts of managerial accounting. The main objectives are


The following key topics will be emphasized:


Consider the cost and performance information necessary for
long-term success in various competitive environments.
Develop a framework for utilizing information generated by
managerial information systems for tactical and strategic
Consider the current and emerging practices in cost management.
Evaluate the many methods developed by firms for decentralizing
and controlling large organizations.

Designing managerial information systems to support an
organization’s strategy.
The limitations of traditional costing systems.
Activity-based costing and activity-based management.
Management of capacity costs.
Revenue-cost behavior and cost-volume-profit analysis.
Relevant costs and relevant revenues in business decisions.
Performance evaluation
Decentralization and transfer pricing.
Management control and control systems.

Teaching materials include a mix of case studies, articles, and a textbook.
The textbook is Managerial Accounting, by Ronald W. Hilton, Fifth Edition,
McGraw Hill, 2002.
Additional teaching materials will be distributed at least ten days prior to the
relevant class session.


In this class, we will follow a modified case-method style, which I have
found to be most effective for executives who must learn technical content

Students will be active participants in case discussions. but significantly reduces the learning  experience in the course. Do not obsessively pursue the right answer or format your preparations to look nice. To prepare for class. Policy on Scholastic Dishonesty The McCombs School of Business has no tolerance for acts of scholastic dishonesty. You must also attempt to answer all of the case questions in your own way in advance so that you will be prepared for class discussion and will “learn by doing.  Academic integrity also requires that all GROUP work graded in the  course be produced by a collaboration involving equal efforts and the report  submitted be a joint product fully comprehended by all group members.  Doing so is not  only an act of academic dishonesty. with the other members. and recommendations. No information about assignments or examinations in this course should  . This involves the preparation of the case and reading assignments before class and the active sharing of your insights during class.BA 382T Syllabus 3 and apply it in a managerial context. but with more guidance through specific questions than the pure case method. be done and submitted individually. My role is primarily to facilitate your analysis and discussion.  These standards are  essential not only to the maintenance of the academic integrity of the  program but also its brand equity. do not let this discourage you. analyses. a particular grade and/or the degree itself  have accomplished what such recognition implies. The modified case method relies heavily on class participation. including  cases and examinations. share electronic versions of your write­ups  and analyses or have one group member type the solution and share the  document. except work  explicitly described as group assignments.  One of the faculty’s  responsibilities is to assess the achievements of each member of the class and ensure that all who receive credit. Academic integrity requires that all work graded in the course. Note that many of the managerial problems we will address through cases will not have clear-cut or "correct" solutions. You have embarked on a first­class MBA experience and an MBA degree  will be awarded to you individually upon completion. Such pursuits will waste your time and contribute nothing. You should not ask other members of the class specifically what they  wrote for a part of an assignment. The responsibilities of both students and faculty with regard to the Honor System have been described to you by the Executive MBA staff. providing summaries of issues.” This is essential when specific technical knowledge has a bearing on solutions to managerial decisions. you must read the assigned readings carefully and understand the accounting techniques described in them. an important part of its value to all  graduates. electronic or otherwise.

” However. . Instructions for submitting write-ups will be given in class and will be posted under Assignments on Blackboard. All case write-ups are due before the case is discussed in class.” Reminders to turn in the write-ups before class appear in the Study Guide. the expectation is high that cohesive and complete answers can be given. you will be given access to  case­discussion presentations and lecture notes. There will be no credit differentiation for “right answers. “good-faith effort” does imply that you will have actually tried to completely answer each question. These cases represent cap-stone cases of particular phases of the course and. Control Systems Case Write-up (group) 3.” Group case write-ups are designated with a double “**.  These are copyrighted  materials for your use and only your use in this class. All answers must be numbered sequentially to agree with the case requirements and all must appear in order vertically on one worksheet. The group case write-ups should be done in your pre-assigned class groups. Individual required case write-ups are specified in the course summary with a single “*.  Along with your own  homework solutions and class notes. Cost Case Write-up (group) 2. with acceptable reasoning underlying them. Evaluation The course grade will be determined as follows: 1. Your points earned on the case write-ups will be determined as follows: Individual case write-ups will be judged on your good-faith effort to answer all questions. therefore.BA 382T Syllabus 4 be used or sought from members of previous or concurrent classes at the  McCombs School (or other sources).  Moreover. Class Attendance and participation 5. Individual Case Write-Ups 4. Individual write-ups should be done in Microsoft Excel using conventional spreadsheet operations to satisfy the quantitative questions. they are not to be passed on to  subsequent classes or individual students. Cells should be expanded to serve as text boxes containing verbal answers. Final Examination Total Instructions for Case Write-Ups 20 pts 20 pts 40 pts 40 pts 50 pts 80 pts 250 pts ALL INDIVIDUAL AND GROUP CASE WRITE-UPS WILL BE SUBMITTED THROUGH THE ELECTRONIC DROP BOX FEATURE OF BLACKBOARD. Midterm examination 6. Group case write-ups will be judged on the quality of analysis and quality of organization and writing.

BA 382T Syllabus 5 Group write-ups are to be formatted in Microsoft Word as professional management reports that are original and concise: no more than five doublespaced pages of twelve-point font and one-inch margins all around (no exceptions). You may add a one-page executive summary. you may embed tables of data and graphs in the presentation or include appendices or exhibits with data or graphs (in which case they should not require significant separate analysis by the reader). Midterm Exam In-class. The analysis section should probably occupy the most space. four hours (or less) . In addition. four hours (or less) Final Exam In-class.

Management control systems design Automation Consulting* April 26 Control and evaluation systems Budgeting as decentralized control Citibank Indonesia Transfer pricing Stone Group Corp. Inc -Abridged.BA 382T Syllabus 6 Course Summary January 21 Transition from financial accounting to management accounting Introduction to the course Lecture/discussion Product costing for financial accounting Western Chipsets January 26 Transition from financial accounting to management accounting Absorption costing—more mischief Bridgeton* Master budgeting/cash budgeting Lecture/discussion February 2 Applied budgeting Cash budgeting Hanson Ski Company* Budgeting/forecasting for business opportunities Caribbean Internet Cafe February 9 Cost systems Costing systems/cost estimation Lecture/discussion Simple costing systems illustrated Seligram* February 16 Activity-based cost systems Activity-based costing systems Siemens* Costing for marketing Kanthal February 23 Cost and revenue functions and decision making Costing for management decisions Sloan Styles. March 29 Cost-volume-profit analysis and short-run decisions Applying CVP analysis Bill French* Short-run decisions Lecture/discussion April 5 Short-run decisions Special order costing and pricing Sub-Micron Devices Inc* New product costing and pricing Baldwin Bicycles April 12 Short-run decisions and control Service/customer profitability analysis Co-Operative Bank* Management control systems Lecture/discussion April 19 Performance evaluation systems Variance analysis Waltham Motors Div. control and motivation Performance evaluation and control Compagnie du Froid** Balanced scorecard Chadwick. March 1—Midterm Exam. May 10 Final Examination .* May 3 Performance evaluation. May 9—Q&A review session before midterm. Inc.** CVP analysis and cost behavior analysis Lecture/discussion Analyzing cost behavior Delta’s New Song February 29—Q&A review session before midterm.

Direct (variable) costing. Direct and indirect costs. Decentralization and delegation of decisions. Accuracy of reported financial accounting information. (A) and (B) Absorption costing. Cost behavior and decision models. Control systems Product (absorption) costing for financial accounting Topics     Primary Readings Hilton. Performance evaluation. Relationship between financial and managerial accounting. Identifying and managing excess capacity costs. Topics         Primary Reading Hilton. Control. .BA 382T Syllabus 7 Study Guide January 21 2004 Lecture/discussion: Introduction to the course. The “death spiral”. Chapter 2 Prepare Case study: Western Chipsets. January 26 2004 Absorption costing—more mischief. Variable and fixed costs. Topics       Cost objects and cost drivers. Incentive effects of absorption costing. The relevant range of analysis. See the questions following the study guide. Inc. Budgeting and cash management Cost estimation and cost management. Chapter 1.

9 Prepare Case study:. Turn in your individual case write-up of this case prior to discussion. Chapter 7. Cash budgeting and planning. Seasonality and planning. Chapter . Feasibility of plans. Topics   Primary Reading Hilton. 2004 Cash budgeting Topics     Primary Reading Hilton. Feasibility of plans. Lecture/discussion: Master budgeting and cash budgeting Topics     Primary Reading Chapter 9 Profit planning. See the questions in the case. Cash budgeting and planning. See the questions following this study guide.) Budgeting/forecasting for business opportunities. Chapter 3 and 19 (the latter is 9 pages).BA 382T Syllabus 8 Primary Readings Hilton. (Keep a copy for inclass discussion. Estimating both costs and revenues Evaluating business ventures . Prepare Case study: Bridgeton Industries Automotive Component and Fabrication Plant. Hanson Ski Products Profit planning. February 2. Seasonality and planning.

Activity drivers. Topics     Activity-based costing.BA 382T Syllabus Prepare 9 Case study: Caribbean Internet Café. Turn in your individual case write-up of this case prior to discussion. Cost estimation and cost management. 71-79. Simple costing systems illustrated. . See the questions following the study guide. Selection of Cost Drivers. Two-stage structure of costing systems. Failure of traditional costing systems. Topics     Primary Readings Hilton. Chapter 3 Cost estimation and cost management. Two-stage structure of costing systems. Selection of Cost Drivers. Cost drivers. “The Perils of Cost Allocation Based on Production Volumes. December 1988. John K. February 9 2004 Lecture/discussion: Costing systems/cost estimation. Topics     Primary Readings Same as above Prepare Case study: Seligram.) February 16 2004 Activity based costing systems. (Keep a copy for in-class discussion. pp. Differences from and advantages over “traditional” costing systems.” Accounting Horizons. Inc.: Electronic Testing Operations. Shank and Vijay Govindarajan. See the questions following the study guide. Failure of traditional costing systems.

A1+. “Measuring Costs Across the Supply Chain” Cost Engineering. p. Analysis of General. See the questions following the study guide. Prepare Case study: Siemens Electric Motor Works (A).” The Wall Street Journal.” Harvard Business Review. “The Mismanagement of Customer Loyalty. Primary Readings Hilton. Topics   Primary Readings Rick Brooks.BA 382T Syllabus 10   Hierarchy of activities. See the questions in the case. See the questions following the study guide. Inc. Prepare Case study: Kanthal (A). Werner Reinartz and V. Turn in your group case write- . October 2001. Customer profitability analysis. and Administrative expenses. Turn in your individual case write-up of this case prior to discussion. 1999. Topics   Primary Reading Gary Cokins. Designing activity-based-costing systems. (Keep a copy for in-class discussion. 25-31. Prepare Case study: Sloan Styles. pp. “Unequal Treatment: Alienating Customers Isn’t Always a Bad Idea. Selling. February 23 2004 Costing for management decisions. The business value chain. Kumar.) Costing for marketing. July 2002. pp. Many Firms Discover. January 1. Managing the profitability of products and channels. Chapter 5. 86-94.

CVP Analysis with income taxes. The break-even point. The break-even point. (Keep a copy for in-class discussion.) Lecture/Discussion: Cost-volume-profit analysis and cost behavior analysis Topics       Primary Reading Hilton. . Chapters 7 & 8. Analysis with constrained capacity. CVP Analysis with income taxes. Introduction to cost-volume-profit (CVP) analysis. Expectations for the midterm exam Topics  All of the above March 29. Prepare Case study: Delta’s New Song Variable and fixed costs. CVP Analysis with multiple products. Engineering method of estimate The high-low data analysis method Regression analysis See the questions in the case. Analysis with uncertainty. Chapter 8. 2004 Applying cost-volume-profit analysis Topics        Variable and fixed costs. CVP Analysis with multiple products. Analyzing cost behavior Topics     Primary Reading Hilton.BA 382T Syllabus 11 up of this case prior to discussion. Estimating cost behavior patterns. Introduction to cost-volume-profit (CVP) analysis. Variable and fixed costs.

Appropriate costing and pricing. Implications for existing sales. (Keep a copy for inclass discussion. Relevant costs and revenues. costs and revenues. Relevant costs Avoidable costs Flexible budgets April 5.BA 382T Syllabus 12 Primary Reading Hilton. Relevant costs and revenues. See the questions following the study guide. 2004 Special order costing and pricing. Bill French. Chapter 14. Issues in accepting special orders. Chapters 7 & 8. Topics      Primary Reading Hilton. Topics   Quantifying effects of decisions. Prepare Case study:. Sub-Micron Devices Quantifying effects of decisions. Prepare Case study:.) Lecture/Discussion: Short run decisions. Marginal costing. Chapter 14. Turn in your individual case write-up of this case prior to discussion. Turn in your individual case write-up of this case prior to discussion.) New product line costing and pricing. Topics     Primary Reading Hilton. . (Keep a copy for in-class discussion. Accountant See the questions in the case.

Chapters 10-13. . Implications for existing sales. Primary Reading Hilton. Turn in your individual case write-up of this case prior to discussion. Co-Operative Bank Relevant costs and revenues. See the questions following the study guide. Standard Costing.BA 382T Syllabus 13    Appropriate costing and pricing. Appropriate costing and pricing. Customer contribution to profitability. Issues in accepting major customer relationship. Decentralization. Prepare Case study:. Baldwin Bicycles See the questions in the case. Responsibility Accounting. Chapter 12. Chapter 14 (review). Strategy for customer profitability. Balanced scorecards.) Lecture/Discussion: Management control systems Topics        Primary Reading Skim Hilton. Controlling investment centers. Financial controls versus management controls. Prepare Case study:. Product-line contribution to profitability. costs and revenues. Chapter 14. (Keep a copy for in-class discussion. April 12. Flexible Budgets. 2004 Service/customer profitability analysis Topics      Primary Reading Hilton.

International issues in managerial accounting. Turn in your individual case write-up of this case prior to discussion. Variance calculation. Levers of control. 2000. Robert Simons. Chapter 12. Chapter 10 and 11. Responsibility accounting. Growth and creativity—incentives versus constraints.) April 26. Prepare Case study:.” Harvard Business Review OnPoint. (Keep a copy for in-class discussion. Automation Consulting See the questions following the study guide. Variance analysis.BA 382T Syllabus 14 April 19. Prepare Case study:. Control systems. 2004 Variance analysis Topics     Primary Reading Hilton. Performance measurement. “Control in an Age of Empowerment. Responsibility centers. Management control systems design Topics      Primary Reading Hilton. 2004 Budgeting as decentralized control Topics   Budgeting in global organizations. Cost analysis. . Waltham Motors Div. See the questions in the case.

Transfer pricing Problems in performance evaluation See the questions following the study guide. 2004 Performance evaluation and control Topics    Primary Reading Review Hilton.) May 3. Prepare Case study:. (Keep a copy for in-class discussion. Prepare Case study:. Chapters 9 and 11. Turn in your individual case write-up of this case prior to discussion. Citibank Indonesia See the questions following the study guide. Stone Group Corp. Chapter 13. See the questions following the study guide. Turn in your group case write-up of this case prior to discussion. Chapter 13. Compagnie du Froid Variance investigation for cost management and control. Optimal decisions for the organization as a whole. Transfer prices for managing decentralization. Balanced scorecard. Transfer pricing Topics    Primary Reading Hilton.BA 382T Syllabus 15 Primary Reading Review Hilton.) Balanced scorecard Topics   Management controls versus financial controls. Decentralization. Prepare Case study:. . (Keep a copy for in-class discussion.

1. Comment on their probable feasibility. 2000. Consider two products in the same product line: Product 1 Product 2 Expected selling price $ 62 $ 54 Standard material cost 16 27 6 3 Standard labor cost Calculate the expected gross margins as a percentage of selling price on each product based on the 1988 and 1990 model year budgets assuming selling price and material and labor cost do not change from standard. Why do you get different numbers? 2. (B)—analyze the solution put forth by the controller and show how it generates over $9 million in additional profit without the sale of one unit more than expected in December. Bridgeton Industries Automotive Component and Fabrication Plant. Are the product costs reported by the cost system appropriate for use in the strategic analysis? . 2. 4. Questions for Case Analysis Western Chpsets (A) and (B) 1. (A)—come up with as many potential solutions to the problem of making up an approximate $2 million profit short-fall as you can. Inc -Abridged See the questions following the study guide. The overhead allocation rate used in the 1987 model-year strategy study at the ACF was 435% of direct labor cost. Calculate the overhead allocation rate using the 1987 model year budget. 2000. 1988 through 1990. Chadwick. “Putting the Balanced Scorecard to Work.” Harvard Business Review OnPoint. “The Balanced Scorecard – Measures that Drive Performance. Are the changes since 1987 in overhead allocation rates significant? Why have these changes occurred? 3.BA 382T Syllabus Primary Reading 16 Robert Kaplan and David Norton. Prepare Case study:.” Harvard Business Review OnPoint. Calculate the overhead allocation rate for each of the model years. Robert Kaplan and David Norton.

Calculate the reported costs of the five components described as computed by a. 2. Would you recommend any changes to the system you prefer? Why? 5. volumes. . the existing system. volume. ii) if the manifold line is dropped. and material costs for the 1991 model year will not change for fuel tanks and doors produced by the ACF of Bridgeton Industries. and material costs will not change either. 3. their selling prices. How would you resolve the decision situation? What’s your “call. 3. Explain any additional assumptions you make in preparing your estimated model-year budgets. Does your analysis imply a clear “go” or “no go” decision? Why or why not? 4. i) if no additional products are dropped. Assume also that if manifolds are produced. 1. Assume that the selling prices. Hint: First calculate the revised cost of processing an order and handling a special component. Would you outsource manifolds from the ACF in 1991? Why or why not? What other information would you want before reaching a final decision? Caribbean Internet Café 1. the system proposed by the consultant. Inc. Would you treat the new machine as a separate cost center or as part of the main test room? Siemens Electric Motor Works (A). b) What will be the overhead allocation rate under the two scenarios? 6. Prepare an analysis of annual net income and net cash flows from your estimates. c. What caused the existing system at ETO to fail? 2.” Seligram.BA 382T Syllabus 17 5. Prepare revenue and cost estimates for the Internet Café proposal using the information in the case for each of the three forecasting scenarios. Calculate the cost of the five orders in Exhibit 4 under the traditional and new cost systems. 1. Support your estimates of revenues and costs with appropriate back-up calculations. a) Prepare an estimated model year budget for the ACF in 1991. b.: Electronic Testing Operations. Which system is preferable? Why? 4. the system proposed by the accounting manager.

On balance.Compare the operating profits and profit margins for two large customers. Customer B placed 28 orders — 6 for stocked items. We can infer from the case that practical capacity of the ASIC production facility is approximately 13. Evaluate the approach taken at Kanthal to compute the profit of individual orderlines. what do you recommend that Sub-Micron do with the Western Digital offer? Explain your position. Calculate the annual incremental contribution to profits of accepting the Western Digital offer.600. Does the new cost system support the strategy of the firm in ways that the traditional system cannot? Is Mr. The cost for handling an individual customer order is SEK 750. Consider a product-line with 50% gross margins (after subtracting volume-related expenses from prices). (b). should Sub-Micron accept the offer? Why? 4. or 100 units are ordered. Karl-Heinz Lottes overestimating the value of the new cost system? Kanthal (A). Customer A placed just three orders. How were the costs of customer orders and of producing non-stocked items estimated? 3. Calculate traditional and revised costs for each order if 1 unit. [Note that one silicon wafer produces 100 ASIC chips.250. (a) Compare the operating profits and profit margins of two small orders. Re-compute the cost of an ASIC .000 worth of products this year.000. 4. Show each element of production cost assigned by the system. One order is for a stocked item. 6. and the extra cost to handle a production order for a non-stocked item is SEK 2. and the other order is for a non-stocked item. 1. Graph the product costs against volume ordered. for three different non-stocked items. What other considerations should enter into this decision and what are their implications for Sub-Micron? 5. Why have selling and administrative costs not traditionally been traced to individual products and customers? 2. Compute the cost assigned under the present costing system to one ASIC (application-specific integrated circuit) chip produced for transfer internally to the Systems Division. both for SEK 2. Based on contribution to profits alone. 3.BA 382T Syllabus 18 2.] 2.000 chips of the internal-transfer (Systems) type (from page 1: 16 million systems-type chips with an 85% yield). 3. Customers A and B both purchased SEK 160. 20 units. 10 units. including assigning S&A costs to each customer order. What should Ridderstrale do about the large number of unprofitable customers revealed by the account management system? Should salespersons be allowed to accept an unprofitable order from a customer? Sub-Micron Devices 1. and 22 for non-stocked items.

Is this a participative budgeting process? Is participative budgeting consistent with decentralized planning? 3. 2. How might Citibank discourage Mistri and other country managers from taking actions to meet their short-term goals at the expense of Citibank’s long-term good? .BA 382T Syllabus 19 chip for internal transfer to the Systems Division if an appropriate amount of cost is assigned to excess capacity. What challenge does Mistri face. 1. What differences do you see between applying ABC in a service company setting and in a manufacturing company? Automation Consulting Services. 1. Relate the problems (and your solutions) of this case to the Hilton text and the reading by Simons. How does the Citibank budgeting process work? 2. given SubMicron’s transfer pricing policy. What should be done with customers identified as unprofitable? 6. and what possibilities are available to him? 4. What does customer profitability add to the product profitability analysis? How can the information on customer profitability be used to improve the bank’s financial condition? 5. Should the Co-Operative Bank phase out Independent Financial Advice / Insurance and Pathfinder products? 4. The Co-Operative Bank. How should the ACS founders deal with the problems that they have identified? Be as specific as possible in making recommendations for each of the four offices. 7. Comment on the consequences of taking idle capacity into account. Citibank Indonesia. The object of this case is to get us started thinking about what control systems are and how they operate. Evaluate the Co-Operative Bank’s ABC system and its implementation. 1. 3. What were the main characteristics of the costing system used by the Co-Operative Bank before the Project Sabre study was launched? What were the system’s strengths and weaknesses? 2. Should the Marketing Manager concentrate on Visa customers? 7. How should Gibson allocate the $4 million increase in profits that he has committed to? 5.

BA 382T Syllabus 20 Stone Group Corp. 1. Who set the transfer price in this case? If you were in that person’s position. Chadwick. Justify your position. Inc. What overall transfer pricing policy. How does the balanced scorecard approach differ from other approaches to performance measurement that we have examined and discussed in other cases? What. what transfer price would you set? What are your motives? 5. 6. 3. Inc. S. Defend you r choice. 1. After any appropriate adjustment. 2. (abridged) 1. what should it be? 5. adjustments should be made for the transfer pricing information? a. After any appropriate adjustment. distinguishes the balanced scorecard approach from a “measure everything. How do you think that temperature-induced variances should be treated in the evaluation and reward system? Justify your recommendation. What is a transfer price and what circumstances make it necessary or desirable for a company to establish transfer prices and policies? 2. What are the major options for calculating transfer prices (bases for transfer pricing policy)? 3. What incentives will the alternative transfer prices provide to sell or not to sell the multimeters to the Industrial Controllers Division? 4. and you might get what you want” philosophy? 2.A. analyze the overall performance of the three regions according to the criteria (expressed or implied) in Jacques’ profit planning process. Compagnie du Froid. do a complete variance analysis and evaluate the performance of the Spanish region from a responsibility accounting perspective. In evaluating Spain and France. if any. would be best for Stone Group Corp. what. Develop a balanced scorecard for Norwalk Pharmaceutical Division of Chadwick. What parts of the business strategy that John Greenfield sketched out should be included? Are there any parts that should be excluded or cannot be made operational? . if anything. b. Does Jacques Trumen need a policy on transfer pricing? If so. Revise the actual results for the two regions accordingly (if appropriate). 4. if any. What system do you recommend for use by Jacques to evaluate and reward his regional managers? Justify your recommendation.

should those conflicts be resolved and. How would you advise John Greenfield on how to “sell” your balanced scorecard to Chadwick management as a basis for evaluating Norwalk? 6. What are the new measures that need to be developed. Do you anticipate that there might be major conflicts between divisional scorecards and that of the corporation? If so. Inc. if so. and how would you go about developing them? 5. differ from ones developed for its divisions such as Norwalk? 7. How would a balanced scorecard for Chadwick.BA 382T Syllabus 21 3. how should they be resolved? . What are the scorecard measures that you would use to implement your scorecard in the Norwalk Pharmaceutical Division? 4.